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CHAPTER- 1
INTRODUCTION
1.1 ORGANIZATIONAL CLIMATE:
Problems of industrial democracy occurred in the socio-
political debate since the middle of the last century. To study the inter-
group dynamics of organizational behaviour, a concept named
organizational behavioural study is to integrate the individual with the
organization. It improves the relationship between the people and the
organization that are fulfilled. It is the due responsibility of the
management to build a climate in which the employees can gain
satisfaction and help the organization to attain the goals and objectives. In
the modern context, organizational climate removes the behavioural
pollution in the inner environment of the organization and it improves the
quality of working life.
Organizational climate serves as the guidelines for dealing
with people and this has a major influence on motivation and productivity
of individuals as well as the total work group.
A sound climate is a long-term proposition. Climate may be
thought of as the fundamental internal character of an organization that
sets the pattern for how things get done.
CONCEPT OF ORGANIZATIONAL CLIMATE:
Organizational climate is comprised of mixture of norms, values,
expectations, policies and procedures that influence work motivation,
commitment and ultimately, individual and work unit performance. Positive
climate encourages, while negative climates inhibits discretionary effort.
‘Organizational climate’ refers to the quality of working environment. If
people feel that they are valued and respected within the organization,
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they are more likely to contribute positively to the achievements of the

business outcomes. Creating a healthy organizational climate requires
attention to the factors which influence employee’s perceptions, including
the quality of leadership, the way in which decisions are made and
whether the efforts of employees are recognized. In fact “Climate may be
thought of as the perceptions of the characteristics of an organization”.
“Climate for an organization is somewhat like the personality
for a person. Just as every individual has a personality that makes each
person unique, each organization has an organizational climate that
clearly distinguishes its personality from other organization. Every
organization is different and has a unique feeling and character beyond its
structural characteristics. Thus every organization deals with its member
in a distinct way through its policies on allocations of resources,
communication pattern, reward and penalty, leadership and decision
making style, etc. The organizational policy and conviction with regard to
all these and a cluster of other related activities influence the feelings,
attitudes and behavior of its members and results in the creation of the
unique organizational climate.
The content of organizational climate has varied widely and
they include almost all the important aspect of organizations such as
structure, communication, leadership, Conflicts, reward system, inter
personal relationships organizational effectiveness, reasonability and so
forth. It has been pointed out that the contents of the climate constructed
by various researches overlap with many other major concepts in
organizational behavior Glick, 1985). Such overlaps seems to have
promoted researchers to raise the question how the concept of climate is
different from other organizational variables, especially, structure and job
satisfaction.
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HISTORICAL PERSPECTIVE OF ORGANIZATIONAL CLIMATE:

The concept of organizational climate was originally
developed in order to improve our understanding of individual attitudes
and behaviour. However, organizational climate quickly become a tool for
understanding the organization itself.
IMPACT OF ORGANIZATIONAL CLIMATE:
Organizational climate has a major influence on human
performance through its impact on individual motivation and job
satisfaction. It does this by carrying certain kinds of expectancies about
what consequences will follow from different actions. Individuals in the
organization have certain expectations and fulfillment of these
expectations depend upon their perception as to how the organizational
climate suits to the satisfaction of their needs. Thus organizational climate
provides a type of work environment in which individuals feels satisfied or
dissatisfied. Since satisfaction of individual goes a long way in determining
his efficiency, organizational climate can be said to be directly related with
his performance in the organization.

Affects Motivation, Productivity and Job satisfaction

Organizational climate can have a major influence on

motivation, productivity and job satisfaction. Climate determines the action
and it creates few expectations as to consequences. Employees expect
certain rewards, penalties, satisfaction or frustrations based on the
organizational climate and their expectations tend to lead to motivation as
said in expectancy theory.
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Contingency Relationship

There is a contingency relationship between climate and the

organization. The climate of an organization is contingent upon the type of
employees. The type related to employees education like technical
workers, knowledge workers. For example, research institutes certainly
want a climate different from that of a workshop or an office.

Social System

Organizational climate represents the entire social system of a

work-group. It is clearly a system concept. There are two important
aspects of climate: (1) workplace itself and (2) Personal treatment of
Management. If employees feel satisfied while at work and if climate
provides a sense of personal worth, it can be assumed that in that
organization is favorable. Employees expect the management to feel and
care about their needs and problems. If these two are favorable a good
climate prevails in the organization.

A high level of organizational climate is necessary for the

development of organization. Good climate attracts good and efficient to
the organization, who contribute to the productivity of the organization.

DIMENSIONS OF ORGANIZATIONAL CLIMATE:

Organizational climate have used data relating to individual
perception of organizational properties in identifying organizational
climate. Denison (1996) argues that developing a universal set of
dimensions was often the central issue of the climate researchers so that
comparative studies could be made possible in different organizational
settings. He compared this approach to that of the culture research that
used a post-modem perspective which examined the qualitative aspects of
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individual social contexts where each culture that was seen as unique and
was not expected to have generalisable qualities which had become
central to the climate research.
Jones and James (19790 argued that one of the assumptions of the
climate literature is that a relatively limited number of dimensions could
characterize a wide cross-section of social settings. Jones and James
labelled their factors as follows:
‘Conflict and ambiguity’, which ‘reflected perceived conflict in
organizational goals and objectives, combined with ambiguity of
organizational structure and roles, a lack of interdepartmental cooperation,
and poor communication from management. Also included were poor
planning, inefficient job design, a lack of awareness of employee needs
and problems, and a lack of fairness and objectivity in the rewards
process.’
‘Job challenge, importance and variety’, which ‘reflected a job
perceived as challenging, which involve a variety of duties, including
dealing with other people. The job was seen as providing autonomy and
feedback, and demanding high standards of quality and performance.’
‘Leader facilitation and support’, which ‘reflected perceived leader
behaviors such as the extent to which the leader was seen as helping to
accomplish work goals by means of scheduling activities, planning, etc.,
as well as the extent to which he was perceived as facilitating
interpersonal relationships and providing personal support.’
‘Workgroup cooperation, friendliness, and warmth’, which ‘generally
described relationships among group members and their pride in the
workgroup.’
‘Professional and organizational esprit’, which ‘reflected perceived
external image and desirable growth potential offered by the job. Also
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included were perceptions of an open atmosphere to express one’s

feelings and thoughts, confidence in the leader, and consistently applied
organizational policies, combined with non conflicting roles expectations
and reduced job pressure.’
‘Job standards’, which ‘reflected the degree to which the job was seems
as having rigid standards of quality and accuracy, combined with
inadequate time, manpower, training and resources to complete the task.

RELATIONSHIP OF ORGANIZATIONAL CULTURE AND CLIMATE

ORGANIZATIONAL CULTURE ORGANIZATIONAL CLIMATE

( the situation) ( the perception)
● Prevailing pattern of values, ● Relatively persistent set of
myths, beliefs, assumption and perception held by members
norms. concerning the characteristics
and quality of organizational
culture.
● Reflected in language, symbols, ● Measured by systematic use of
and technology and management questionnaires.
practices and in participant
sentiments, attitudes, actions and
interactions.
● Inferred (or) explicit from ● Inferred from observations and
observations and interviews. interviews.
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1.2 TEXTILE INDUSTRY

The textile and garments industry in India is one of the oldest
manufacturing sectors in the country and is currently it’s largest. Indian
readymade garments and textiles are extremely popular the world over. In
fact export of readymade garments registered a 6.4% increases in dollar
terms and an 11.6% increase in rupee terms during the period April-Dec
1999-2000despite a sluggish growth in income at both home and abroad.
The industry covers a wide range of activities. These include the
production of natural raw materials such as cotton, jute, silk and wool as
well as synthetic filament and spun yarn. In addition an extensive range of
finished products are made.
The garment industry in India is one of the best in the world. An
extremely well organized sector, garment manufacturers, exporters,
suppliers, stockiest and wholesalers are the gateway to an extremely
enterprising clothing and apparel industry in India. There are numerous
garments exporters, garments manufacturers; readymade garments
exporters etc both in the small scale as well as large scale.
Today garments exports from India have made inroads into the
international market for their durability, quality and beauty. One of the
reasons for the economical pricing of India’s readymade garments and
apparels is the availability of high skilled, cheap labor in the country. The
superiority of India’s garment industry has been acknowledged in the
National Textile Policy (NTP) of India 2000.
The textile and garment industry fulfills a pivotal role in the
Indian economy. It is a major foreign exchange earner and after
agriculture it is the largest employer with a total workforce of 35 million.
69

Consistent efforts towards extensive market coverage, improving technical

capabilities and putting together an attractive and wide merchandise line
has paid rich dividends.
Tirupur’s garments industry
Tiruppur is one of the largest foreign exchange earning towns in
India. There are some 7000 garments units in the town that provide
employment opportunities to close to one million people. The first spot of
any international buyer for Indian garments is Tiruppur. Buyers from 35
countries frequently visit Tiruppur. Fifty-six percent of India’s total knitwear
exports come from Tiruppur. The Export-Import Policy of 2002-2007
makes laudable tribute to Tiruppur for its contribution to the export efforts
and calls it a ‘Town of Export Excellence’.
For more than 30 years garment manufacturers in the town were
producing mainly grey and bleached banians (vest). It was in the late
1960’s that the industry slowly diversified into manufacturing other inner
garments including baniyans and underwear, consumed largely by the
domestic market. But Tirupur’s fortunes took a dramatic turn in late 1970.
It all began when some exporters introduced an Italian, Antony Verona to
Tiruppur. “Verona began importing woven garments form Tiruppur and he
introduced more Italian businessman into trade with Tiruppur”.
1.3 ROYAL CLASSIC GROUPS GARMENTS
The ROYAL CLASSIC GROUPS, a 400 core company , 100% vertically
integrated textile major has been at the forefront of quality and innovation
since its inception four decades ago. It has its customer across the world
with a current supply of a quarter of a million pieces per month.

RCG is one of the few completely backward integrated entities in the

garment industry with its own cotton cultivation to ginning, spinning and
69

knitting/ weaving to dyeing, finishing and garmenting infrastructure. This

infrastructure aids RCG in maintaining quality control process and self-
reliance within the vertical providing them with ample scope of further
expansions.
As performance bars got raised to new heights and requirements started
becoming more demanding in nature, RCG realized that operational
efficiencies was the key to acquire the all important competitive edge. The
groups then methodically spread its roots to all the areas which it believed
was critical for growth.
RCG now deals with all kids of textile such as 100% cotton, 100%
mercerized , poly cotton blended, cotton/ rayon blended, linen/ cotton
blended, spandex, hydro Tec, polyester, micro fabric and premium knits
such as micro cross , waffles, square structure, interlock knit and soon
more then 800 well trained employees take care of the capacity
requirements.
INFRASTRUCTURE
Innovation in manufacturing of garments occurs in our production
facilities very often. Our specification reflects in the quality of the goods
delivered, as the workers, executive and machinery are trained and tuned
for that purpose.
● Cotton farming
● Ginning & pressing
● Spinning
● Yarn
● Knitting
● Dyeing & finishing
● Garments
● Captive power plan
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COTTON FARMING
More than 50% of the garments around the world are made
using cotton. RCG jointly has covered about 5000 acres of wet land on
contract farming. By providing best seeds and timely manuring , RCG is
getting an average productivity of 10 quintals / hectare, which is much
higher from conventional cotton farming.
GINNING & PRESSING
From kappa’s cotton , this unit segregates the cotton seeds
and good quality cotton and this operation is done with the least number of
workers and totally under a pneumatic drive system ensuring least human
contacts. Ginning capacity is currently 200 bales and as the cultivation
improves can reach up to 400 bales/day.
SPINNING
The ginned cotton is converted into spun yarn in this unit with the
following state of- the- art latest machineries.
YARN
The company deals in 100% cotton blended yarn , 100% polyester
yarn, all types of 100% gassed mercerized yarn, twisted yarn, mélange
yarn etc.
Yarn can be tested both at the source point of the spinning mill and
locally , which ensures best quality of yarn.
KNITTING
Knitting department has an array of latest, computer controlled
knitting machines from reputed international brands. The in – house
facility, which includes a knitting design studio, is one of the best in the
knitwear industry. There are 46 circular knitting machines that can knit
jacquards, interlocks, ribs and jerseys in any patterns or structure as
needed. The capacity is 10 tones per day.
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DYEING & FINISHING

Modern soft flow dyeing plant with Effluent treatment plant has a
processing capacity of 10 tones per day. The soft flow dyeing plants has 7
vessels imported from Taiwan.
Dyeing fabrics are processed through balloon paddlers from
stretch plus, Switzerland to remove the moisture neat and to give the
fabric a better feeling and finish.
GARMENTING
The completely integrated facilities is topped by our garmenting
division with skilled pattern masters, cutting masters, tailors and
supporting workmen who are all well trained in the specialized activity of
making Briefs, Vests, T-shirts, and Polo shirts.
CAPTIVE POWER PLANT
Presently the company have installed 4 windmills of total
3.0MW capacity which is currently taking care of the entire power
requirements of the groups. The company is planning to add couple of
more machines to take care of the future needs.
SOCIAL COMMITMENT
RCG strives hard to delivers its best capable solution for the
needy General public. Few of them are:
● Plantation of 5000 trees in the year 2002.
● Construction of school class rooms for village Panchayat
School in year 2003.
● Establishment of factory in most backward area to create job
opportunities.
● Plantation of 10000 trees in year2005 & maintaining it for next
3 years.
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GROUP COMPANIES
● Classic knits.
● Classic fashion division.
● Classic apparels division.
● Royal classic fabrics.
● Urban retail division.
● Classic clothing company.
● Royal classic mills.

CHAPTER – 2
MAIN THEME OF THE PROJECT
2.1 OBJECTIVE OF THE STUDY
2.1.1 Primary Objective
● To study the level of organizational climate prevailing in the
organization.
1. Secondary Objective
● To study the impact on climate dimensions on employees.
● To study the employees attitude towards the organization
2. SCOPE OF THE STUDY
● The study is to identify sufficient facilities available in the company.
● This study is necessary to identify inconvenient climate in this
company and its remedies.
● The management must make awareness to its employees about
the future scope in the organization concerning with its multiple
measurements.
1. NEED OF THE STUDY
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● The safety & working conditions & the welfare measure taken by
the company the incentives provide to the employees & grievance
handling systems undertaken by the company are those factors
which include in this study.
● The organization is much interested to know about the impact of
organizational climate on the performance of its employees.
2. LIMITATION OF THE STUDY
● Employee’s perception may be biased.
● Getting responses from the employees in between their busy
schedule was a very difficult task.
2. METHODOLOGY
Research methodology is a way to systematically solve the research
problem. The methodology employed for the study was mainly through
primary data and secondary data.
2.3.1 QUESTIONNAIRE DESIGN
The questionnaire was prepared after gathering preliminary
information about organizational climate. The main focus was on the
objective of study while preparing questionnaire.
2.3.2 RESEARCH DESIGN
A research design is an arrangement of conditions for collection
and analysis for data in manner that aims to combine relevance to the
research purpose with economy in procedure.
Descriptive research design is used to describe the state of affairs,
as it exists at present that is during the time of survey. The research is
basically qualitative in approach.
2.3.3 SAMPLING DESIGN
The sampling techniques used for this research work is simple
random technique.
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Simple Random sampling method is used for conducting the study.

Under this sampling design, every item of the universe has an equal
chance of inclusion in the sample.
2.3.4 SAMPLE SIZE
The data were collected from the employees of Royal classic
Garments- Tiruppur. A sample size is 50% that is 60 out of 120 employees
was used for this study. The information was obtained through well
designed questionnaire.
2.3.5 DATA COLLECTION
Data refer to information (or) facts. Often researchers understand
data as only numerical figures. But it also includes descriptive facts, non-
numerical information and qualitative information. In research, if data are
available, the research is half complete.
2.3.6 SOURCES OF DATA
Data could be broadly classified as
● Primary data
● Secondary data

● Primary Data
The main aim of this study is to find out the level, dimensions and
employees attitude in relation to organizational climate. For this purpose
the data which is collected through questionnaire.
● Secondary Data
A part of the data required for the study is collected through the
journals, books, web-sites and company record.
2.3.7 TOOLS FOR ANALYSIS
The statistical tools used for analysis are
● Percentage analysis
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● Chi-square test
● Percentage Analysis
This analysis plays a major role in any research which could be of
great use to the organization. It used to find out the percentage of various
independent factors. A simple percentage analysis was carried out for
major part of the data analysis.
● Chi-square Test
2 ‫ ﻼ‬test was first used by Karl Pearson in the year 1990. The
quantity 2 ‫ ﻼ‬describes the magnitude of the discrepancy between theory
and observation.
2‫=ﻼ‬ (O-E)2
E
O = Observed frequency
E = Expected frequency
● Correlation Coefficient

Correlation coefficient between two random variables X and Y,

usually denoted by r (X, Y) is a numerical measure of linear relationship
between them and is defined as

r (X,Y) = COV (X,Y)

σx. σy

Where COV (X, Y) =1/ n ∑ XY – XY

σ x = √1/n ∑X2 – X2

σy = √1/n ∑Y2 – Y2

2.4 REVIEW OF LITERATURE

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Organizational climate is a relative enduring characteristic of an

organization which distinguishes it from other organization: (a) and
embodies members collective perceptions about their organization with
respect to such dimensions as autonomy, trust, cohesiveness, support,
recognition, innovation and fairness: (b) is produced by members
interaction; (c) serves as a basis for interpreting the situation; (d) reflects
the prevalent norms, values and attitudes of the organizations culture; and
(e) acts as a source of influence for shaping behavior. (Moran and
Volkwein, 1992, p.2)
● Francese (1993) who examined the effect of climate in service
responsiveness; Meudell and Gadd (1994) who studied climate
and culture in short life organizations; and Vallen (1993) who was
concerned about organizational climate and service staff burnout.
Organizational climate has much to offer in terms of its ability to
explain the behaviour of people in the workplace. Ashforth (1985, p.
838) put forward the view that ‘climate has the potential to facilitate
a truly integrative science of organizational behaviour,. Schneider
later discussed in terms of:
The atmosphere that employees perceive is created in their
organizations by practices, procedures and rewards… Employees observe
what happens to them (and around them) and then draw conclusions
about the organization’s priorities. They then sit their own priorities
accordingly. (Schneider, 1994, p. 18)
● Schneider, Brief and Guzzo (1996, p.9) argue that ‘sustainable
organizational change is most assured when both the climate –
what the organizations, members experience – and the culture –
what the organizations’ members believe the organization values –
change’.
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Early Formulations of the climate construct

The concept of climate can be traced back to the work of Lewin,
Lippitt and White (1939) and a work entitled ‘Patterns of aggressive
behaviour in experimentally created social climates’ (Denison, 1996;
Schneider, 1990). The Lewin et. Al. (1939) study investigated the
relationship between leadership style and climate, a factor that has
remained central to the concept, Joyce and Slocum (1982) trace the
concept back to the studies of Koffka (1935) on ‘behaviour environment’;
Lewin’s (1936) study on ‘life space’; and Murray’s (1938) work on
organizational climate. Lewin’s (1951) approach to climate was
conceptualized by the relationship between individuals, their social
environment and how that is set in a framework. Lewin expressed this in
terms of simple equation:
B = f (P.E.) in which B = Behaviour, E= Environment, and P = the
person
It is clear from Lewin’s equation that the concept of climate takes a
psychological approach, focusing upon the individual and seeking to
understand the cognitive processes and behaviour. Lewin’s
conceptualization of the theory provides the underpinnings of many
studies and approaches to climate research.
Three approaches to the climate construct
● James and Jones (1974) conducted a major review of the theory and
research on organizational climate ad identified climate in three separate
ways that were not mutually exclusive, (a) multiple measurement –
organizational attribute approach, (b) perceptual measurement –
organizational attribute approach, and (c) the perceptual measurement –
individual attribute approach.
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● In the multiple measurement organizational approach james and jones cite

forehand and Gilmer (1964) as defining organizational climate as a
defining organizational climate as a “set of characteristics that describe an
organization and that (a) distinguish the organization from other
organizations (b) are relatively enduring over time, and (c) influence the
behavior of people in the organization.
● Schneider and Bartlett (1968) had proposed four organizational climate
dimensions,
● Individual autonomy: based on the factors of the individual
responsibility, agent interdependence, rules orientation and
opportunities for exercising individual initiative.
● The degree of structure imposed upon the position: based on the
factors of structure, managerial structure and the closeness of
supervision.
● Reward orientation: based upon the factors of reward, general
satisfaction, promotional-achievement orientation, and being profit
minded and sales oriented.
● Consideration, warmth and support: based upon the factors of
managerial support, nurturing of subordinates and warmth and
support.
In reviewing psychological climate as a set of perceptually based,
psychological attributes Jones and James (1979) noted that the process
reflected the developments that had occurred in the conceptualization of
climate and the nature of its major influences. They propose that
psychological climate:
a. refers to the individual’s cognitively based description of the
situation;
69

b. involves a psychological processing of specific perceptions into

more abstract depictions of the psychologically meaningful
influences in the situation;
c. tends to be closely related to situational characteristics that have
relatively direct and immediate ties to the individual experience; and
d. is multidimensional, with a central core of dimensions that apply
across a variety of situations(through additional dimensions might
be need to better describe particular situations. (Jones and
James, 1979, p.205)
● Schneider and Hall (1972) describe climate as a global perception
held by individuals about their own organizational environment.
● Schneider and Snyder (1975) further clarified the approach by
defining climate as a summary perception which individuals form of (or
about) an organization. For them it is a global impression of the
organization.
● As viewed by Baumarger etal (1979) organizational climate is a
product of leadership practices, communication practices and
systematic characteristic of the working relationship among persons &
divisions of any particular organization and individual organization too
has its own unique identity (or) personality.
● Satton & Rousseau (1979) suggests about individual perception of
job characteristics and individual responses.
● Burack (1977) discloses that an incentive can be anything that attracts
worker’s attention and stimulates him to work.
● Renato Taguiri (1968) highlighted the need to resolve the problems in
the area of climate as follows,
● Need to distinguish between objective and subjective
environment.
69

● Need to distinguish between person and the situation.

● Need to determine as to which aspects of the environment
should be specified.
● Need to identify the structure and dynamics of the
environment.

CHAPTER-3
Analysis and interpretation
Analysis is the process of placing the data in the ordered form,
combining them with the existing information and extracting the meaning
from them. Only analysis brings out the information from the data.
Interpretation is the process of relating various factors with other
information. It brings out the relation between the findings to the research
objective and hypothesis framed for the study in the beginning.
69

3.1 PERCENTAGE ANALYSIS

One of the oldest methods of analysis is the percentage analysis.
This helps to find the percentage of various independent factors like age,
marital status, educational qualification etc.
Simple percentage analysis is used to generate percentage
propositions on the frequency of the responses given for various factors
identified for the research purpose.
3.1.1 COMMUNICATION OF GOALS
Goal is the objective of an organization. To achieve the objective
the goal should be communicated to all. The following table is attempted
to discuss about the communication of goals.

TABLE 3.1.1 DISTRIBUTION OF RESPONDENTS BASED ON

COMMUNICATION OF GOALS

NO.OF
OPINION PERCENTAGE
RESPONDENTS
Strongly Agree 21 14
Agree 30 20
Neutral 84 56
Disagree 6 4
Strongly Disagree 9 6
TOTAL 150 100
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Source: Primary Data

From the above table shows that 14% of the respondents have
strongly agreed that the organization goals are communicated to all, 20%
of the respondents have agreed that the organization goals are
communicated to all, 84% of the respondents have neutral opinion that the
organization goals are communicated to all, 4% of the respondents have
disagreed that the organization goals are communicated to all, 6% of the
respondents have strongly disagreed that the organization goals are
communicated to all.
Most of the respondents have neutral opinion that their organization
goals are communicated to all employees.

CHART 3.1.1 COMMUNICATION OF GOALS

3.1.2 WORK ASSIGNMENTS
Only after understanding their work they can able to do their work
effectively. The following table is attempted to discuss about the work
assignment.

TABLE 3.1.2 DISTRIBUTION RESPONDENTS BASED ON WORK

ASSIGNMENTS

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 31 21
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Agree 78 52
Neutral 21 14
Disagree 14 9
Strongly Disagree 6 4
TOTAL 150 100

Source: Primary Data

From the above table it shows 21% of the respondents have
strongly agreed that their work assignments were properly understood by
them, 52% of the respondents have agreed that their work assignments
were properly understood by them, 14% of the respondents have neutral
opinion that their work assignments were properly understood by them,
9% of the respondents have disagreed that their work assignments were
properly understood by them, 4% of the respondents have strongly
disagreed that their work assignments were properly understood by them.
Most of the respondents agreed that their work assignments were
properly defined and understood by them.

CHART 3.1.2 WORK ASSIGNMENTS

3.1.3 SAFE WORKING ENVIRONMENT

Safety is no small issue, and may involve obvious dangers. It
may be expanded to include long term exposure to environmental
69

hazardous. The following table is attempted to discuss about the safe

working environment.
TABLE 3.1.3 DISTRIBUTION OF RESPONDENTS BASED ON SAFE
WORKING ENVIRONMENT

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 34 22
Agree 73 49
Neutral 30 20
Disagree 7 5
Strongly Disagree 6 4
TOTAL 150 100

Source: Primary Data

From the above table, it shows 22% of the respondents have
strongly agreed that their working environment is safe, 49% of the
respondents have agreed that their working environment is safe, 20% of
the respondents have neutral opinion that their working environment is
safe, 5% of the respondents have disagreed that their working
environment is safe, 4% of the respondents have strongly disagreed that
their working environment is safe.
Most of the respondents agreed that their working environment is
safe.

CHART 3.1.3 SAFE WORKING ENVIRONMENT

3.1.4 CLEAN WORK AREA
A clean work area not only creates a positive first impression but
aids in more efficient functionality and ease co-operation with others. The
following table is attempted to discuss about the clean work area.
69

TABLE 3.1.4 DISTRIBUTION OF RESPONDENTS BASED ON CLEAN

WORK AREA

NO.OF
OPINION PERCENTAGE
RESPONDENTS
Strongly Agree 26 17
Agree 84 56
Neutral 25 17
Disagree 10 7
Strongly Disagree 5 3
TOTAL 150 100
Source: Primary Data
From the above table, it shows 17% of the respondents strongly
agreed that their working environment is Clean, 56% of the respondents
agreed that their working environment is Clean, 17% of the respondents
have neutral opinion that their working environment is Clean, 7% of the
respondents disagreed that their working environment is Clean, 3% of the
respondents strongly disagreed that their working environment is Clean.
Most of the respondents agreed that their working environment is
clean.

CHART 3.1.4 CLEAN WORK AREA

3.1.5 BALANCE BETWEEN WORK AND PERSONAL LIFE

If the employees have proper balance between their work and
personal life they will highly satisfied with their job. The following table is
attempted to discuss about the balanced work.
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TABLE 3.1.5 DISTRIBUTION OF RESPONDENTS BASED ON

BALANCE BETWEEN WORK AND PERSONAL LIFE

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 10 7
Agree 14 9
Neutral 26 17
Disagree 78 52
Strongly Disagree 22 15
TOTAL 150 100
Source: Primary Data

From the above table, it shows 7% of the respondents strongly

agreed that they have good balance between work and personal life, 9%
of the respondents agreed that they have good balance between work and
personal life, 17% of the respondents neutral opinion that they have good
balance between work and personal life, 52% of the respondents
disagreed that they have good balance between work and personal life,
15% of the respondents strongly disagreed that they have good balance
between work and personal life.
Most of the respondents Disagreed that they have good balance
between work and personal life.

CHARTS 3.1.5 BALANCE BETWEEN WORK AND PERSONAL LIFE

3.1.6 WORK ENVIRONMENT IS NOT STRE

Stress factors can include long work hours, unrealistic work loads,
and competitive work environment. The following table is attempted to
discuss about the stress less work.
69

TABLE 3.1.6 DISTRIBUTION OF RESPONDENTS BASED ON

STRESSLESS WORK ENVIRONMENT

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 24 16
Agree 86 57
Neutral 26 17
Disagree 10 7
Strongly Disagree 4 3
TOTAL 150 100
Source: Primary Data
From the above table, it shows that 17% of the respondents
strongly agreed that their work environment is not stressful, 48 % of the
respondents agreed that their work environment is not stressful, 15% of
the respondents neutral opinion that their work environment is not
stressful, 12% of the respondents disagreed that their work environment is
not stressful, 8% of the respondents strongly disagreed that their work
environment is not stressful.
Most of the respondents agreed that their work environment is not
stressful.

CHART 3.1.6 STRESSLESS WORK ENVIRONMENT

3.1.7 TEAM WORK

69

Team work is an area of often untapped potential. Team work costs

very little, it can be a potential goldmine when managed correctly. The
following table is attempted to discuss about the team work.
TABLE 3.1.7 DISTRIBUTION OF RESPONDENTS BASED ON TEAM
WORK

NO.OF
OPINION PERCENTAGE
RESPONDENTS
Strongly Agree 26 17
Agree 78 52
Neutral 28 19
Disagree 14 9
Strongly Disagree 4 3
TOTAL 150 100
Source: Primary Data
From the above table, it shows that 17% of the respondents
strongly agreed that all departments in their company work together, 52%
of the respondents agreed that all departments in their company work
together, 19% of the respondents neutral opinion that all departments in
their company work together, 9% of the respondents disagreed that all
departments in their company work together, 3% of the respondents
strongly disagreed that all departments in their company work together.
Most of the respondents agreed that all departments in their
company work together.

CHART 3.1.7 TEAM WORK

3.1.8 FRIENDLY ATMOSPHERE
Friendly atmosphere is a perceived ability to cooperate and
collaborate effectively which influence over workers productivity. The
following table is attempted to discuss about the friendly atmosphere.
 69

TABLE 3.1.8 DISTRIBUTION OF RESPONDENTS BASED ON

FRIENDLY ATMOSPHERE

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 76 51
Agree 24 16
Neutral 26 17
Disagree 14 9
Strongly Disagree 10 7
TOTAL 150 100
Source: Primary Data
From the above table, it shows that 51% of the respondents have
strongly agreed that there is friendly atmosphere throughout the
company,16% of the respondents have agreed that there is friendly
atmosphere throughout the company, 17% of the respondents have
neutral opinion that there is friendly atmosphere throughout the company,
9% of the respondents have disagreed that there is friendly atmosphere
throughout the company, 7% of the respondents have strongly disagreed
that there is friendly atmosphere throughout the company.
Most of the respondents agreed that there is a friendly Atmosphere
throughout the company.

CHART 3.1.8 FRIENDLY ATMOSPHERE

3.1.9 CO-OPERATIVE AND UNDERSTANDING

 69

If all employees in the company work unity and

understanding that will increase the productivity. The following table is
attempted to discuss about the co-operative and understanding.

TABLE 3.1.9 DISTRIBUTION OF RESPONDSENTS BASED ON

CO-OPERATIVE AND UNDERSTANDING IN THE COMPANY

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 13 22
Agree 78 43
Neutral 9 15
Disagree 5 8
Strongly Disagree 7 12
TOTAL 150 100
Source: Primary Data
From the above table, it shows that 22% of the respondents have
strongly agreed that all employees here Co-operative and Understanding
in the company, 43% of the respondents have agreed that all employees
here Co-operative and Understanding in the company, 15% of the
respondents have neutral opinion that all employees here Co-operative
and Understanding in the company, 8% of the respondents have
disagreed that all employees here Co-operative and Understanding in the
company, 12% of the respondents have strongly disagreed that all
employees here Co-operative and Understanding in the company.
Most of the respondents agreed that all here are Co-operative and
Understanding in the company.

CHART 3.1.9 CO-OPERATIVE AND UNDERSTANDING IN THE

COMPANY
69

3.1.10 COMMUNICATION
Communication is the measure of cross- functional team work.
Many organizational systems cross the vertical boundaries of
departments. The following table is attempted to discuss about the
communication.

TABLE 3.1.10 DISTRIBUTION OF RESPONDENTS BASED ON

COMMUNICATION

NO.OF
OPINION PERCENTAGE
RESPONDENTS
Strongly Agree 16 11
Agree 86 57
Neutral 28 19
Disagree 12 8
Strongly Disagree 8 5
TOTAL 150 100

Source: Primary Data

From the above table, it shows 11% of the respondents have
strongly agreed that there is good communication between Management
and Employees, 57% of the respondents have agreed that there is good
communication between Management and Employees, 19% of the
respondents have neutral opinion that there is good communication
 69

between Management and Employees, 8% of the respondents have

disagreed that there is good communication between Management and
Employees, 5% of the respondents have strongly disagreed that there is
good communication between Management and Employees.
Most of the respondents disagreed that there is good
communication between Management and Employees.

CHART 3. 1.10 COMMUNICATION

3.1.11 HIGH RESPECT FOR CURRENT MANAGEMENT TEAM

If there is high respect for current management team then there will
be increase in their level of trust, motivation and commitment.
TABLE 3.1.11 DISTRIBUTION OF RESPONDENTS BASED ON HIGH
RESPECT FOR CURRENT MANAGEMENT TEAM

NO.OF
OPINION PERCENTAGE
RESPONDENTS
Strongly Agree 24 16
Agree 32 21
Neutral 74 49
Disagree 14 9
Strongly Disagree 6 4
TOTAL 150 100

Source: Primary Data

From the above table, it shows that 16% of the respondents have
strongly agreed that they have high respect for current management team,
69

21% of the respondents have agreed that they have high respect for
current management team, 49% of the respondents have neutral opinion
that they have high respect for current management team, 9% of the
respondents have disagreed that they have high respect for current
management team, 4% of the respondents have strongly disagreed that
they have high respect for current management team.
Most of the respondents have neutral opinion that they have high
respect for current management team.

CHART 3.1.11 HIGH RESPECT FOR CURRENT MANAGEMENT TEAM

3.1.12 ASSIGNS APPROPRIATE AMOUNT OF WORK

It has always been the responsibility of management to gauge the
appropriate workload for each employee. The following table is attempted
to discuss about the appropriate amount of work assigns to employee.
TABLE 3.1.12 DISTRIBUTION OF RESPONDENTS BASED ON
ASSIGNING APPROPRIATE AMOUNT OF WORK

NO.OF
OPINION PERCENTAGE
RESPONDENTS
Strongly Agree 24 16
Agree 76 51
Neutral 37 25
Disagree 10 7
Strongly Disagree 3 2
TOTAL 150 100
69

Source: Primary Data

From the above table, it shows that 16% of the respondents have
strongly agreed that the management assigns appropriate amount of work
to employees, 51% of the respondents have agreed that the management
assigns appropriate amount of work to employees, 25% of the
respondents have neutral opinion that the management assigns
appropriate amount of work to employees, 7% of the respondents have
disagreed that the management assigns appropriate amount of work to
employees, 2% of the respondents have strongly disagreed that the
management assigns appropriate amount of work to employees.
Most of the respondents agreed that the management assigns
appropriate amount of work to employees.

CHART 3.1.12 DISTRIBUTION OF RESPONDENTS BASED ON

ASSIGNING APPROPRIATE AMOUNT OF WORK

3.1.13 TRUST THE MANAGEMENT

This is the fundamental indicator of management effectiveness.
Loyalty, morale, innovation all suffer when trust in management is low.
The following table is attempted to discuss about the trust in management

TABLE 3.1.13 DISRTIBUTION OF RESPONDENTS BASED ON

TRUSTING THE MANAGEMENT

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 36 24
Agree 87 58
Neutral 16 10
Disagree 7 5
Strongly Disagree 4 3
69

TOTAL 150 100

Source: Primary Data

From the above table, it shows that 24% of the respondents have
strongly agreed that they trust the Management, 58% of the respondents
have agreed that they trust the Management, 10% of the respondents
have neutral opinion that they trust the Management, 5% of the
respondents have disagreed that they trust the Management, 3% of the
respondents have strongly disagreed that they trust the Management.
Most of the respondents agreed that they trust the Management
and believe what they say.

CHART 3.1.13 DISRTIBUTION OF RESPONDENTS BASED ON TRUST

THE MANAGEMENT

3.1.14 INFORMATION SHARING

When information is shared freely it reflects the perceived value
and higher level of co-operation among employees and departments. The
following table is attempted to discuss about the sharing of information.
TABLE 3.1.14 DISTRIBUTION OF RESPONDENTS BASED ON
INFORMATION SHARING

NO.OF
OPINION PERCENTAGE
RESPONDENTS
Strongly Agree 12 8
Agree 29 19
Neutral 89 59
Disagree 12 8
69

Strongly Disagree 8 5
TOTAL 150 100
Source: Primary Data
From the above table, it shows that 8% of the respondents have
strongly agreed that the information is shared freely throughout the
company, 19% of the respondents have agreed that the information is
shared freely throughout the company, 59% of the respondents have
neutral opinion that the information is shared freely throughout the
company, 8% of the respondents have disagreed that the information is
shared freely throughout the company, 5% of the respondents have
strongly disagreed that the information is shared freely throughout the
company.
Most of the respondents have neutral opinion that the information is
shared freely throughout the company.

CHART 3.1.14 INFORMATION SHARING

3.1.15 REWARDS GIVEN BASED ON JOB PERFORMANCE

Employees enjoy being recognized for their contributions, enjoy
being valued for their expertise and want to share in the successes of the
company. The following table is attempted to discuss about the reward
and recognition.
TABLE 3.1.15 DISTRIBUTION OF RESPONDENTS BASED ON
REWARDS GIVEN TO THEM BASED ON THEIR JOB PERFORMANCE
69

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 50 33
Agree 71 47
Neutral 20 13
Disagree 6 4
Strongly Disagree 3 2
TOTAL 150 100

Source: Primary Data

From the above table, it shows that 33% of the respondents have
strongly agreed that management give rewards based on job
performance, 47% of the respondents have agreed that management give
rewards based on job performance, 13% of the respondents have neutral
opinion that management give rewards based on job performance, 4% of
the respondents have disagreed that management give rewards based on
job performance, 2% of the respondents have strongly disagreed
Most of the respondents agreed that management give rewards
based on job performance.

CHART 3.1.15 REWARDS GIVEN TO THEM BASED ON THEIR JOB

PERFORMANCE
3.1.16 EXCELLENT COACHING GIVEN TO EMPLOYEES
Training is most priority in an organization which helps the
employees to improve their performance. The following table is attempted
to discuss about the coaching given to employees.
TABLE 3.1.16 DISTRIBUTION OF RESPONDENTS BASED ON
EXCELLENT COACHING GIVEN TO EMPLOYEES

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 23 15
69

Agree 87 58
Neutral 27 18
Disagree 7 5
Strongly Disagree 4 3
TOTAL 150 100

Source: Primary Data

From the above table, it shows that 15% of the respondents have
strongly agreed that they give excellent coaching to the employees, 58%
of the respondents have agreed that they give excellent coaching to the
employees, 18% of the respondents have neutral opinion that they give
excellent coaching to the employees, 5% of the respondents have
disagreed that they give excellent coaching to the employees, 3% of the
respondents have strongly disagreed that they give excellent coaching to
the employees.
Most of the respondents agreed that they give excellent coaching to
the employees.

CHART 3.1.16 EXCELLENT COACHING GIVEN TO EMPLOYEE

3.1.17 CAREER PATH OPPURTUNITIES

Employees who see a long term relationship with their company as
beneficial to their career will be more loyal and committed. The following
table is attempted to discuss about the career path opportunities.
TABLE 3.1.17 DISTRIBUTION OF RESPONDENTS BASED ON
CAREER OPPURTUNITIES
69

NO.OF
OPINION RESPONDENTS PERCENTAGE
Strongly Agree 24 16
Agree 77 51
Neutral 29 19
Disagree 12 8
Strongly Disagree 8 5
TOTAL 150 100
Source: Primary Data
From the above table, it shows that 16% of the respondents have
strongly agreed that they have excellent career path in their company,
51% of the respondents have agreed that they have excellent career path
in their company, 19% of the respondents have neutral opinion that they
have excellent career path in their company, 8% of the respondents have
disagreed that they have excellent career path in their company, 5% of the
respondents have strongly disagreed that they have excellent career path
in their company.
Most of the respondents agreed that they have excellent career
path in their company.

CHART 3.1.17 CAREER OPPORTUNITIES

3.1.18 ACCEPT ANY TYPE OF JOB ASSIGNMENTS

To continuously working for the company the employees accept
any type of job assignments given by the company. The following table is
attempted to discuss about the acceptance of any type of job
assignments.
TABLE 3.1.18 DISTRIBUTION OF RESPONDENTS BASED ON
ACCEPTING ANY TYPE OF JOB ASSIGNMENTS
69

NO.OF
OPINION PERCENTAGE
RESPONDENTS
Strongly Agree 20 13
Agree 85 57
Neutral 22 15
Disagree 13 8
Strongly Disagree 10 7
TOTAL 150 100

Source: Primary Data

From the above table, it shows 13% of the respondents have
strongly agreed that they accept any type of job assignments, 57% of the
respondents have agreed that they accept any type of job assignments,
15% of the respondents have neutral opinion that they accept any type of
job assignments, 8% of the respondents have disagreed that they accept
any type of job assignments, 7% of the respondents have strongly
disagreed that they accept any type of job assignments.
Most of the respondents agreed that they accept any type of job
assignments to continue working for this company.

CHART 3.1.18 ACCEPTING ANY TYPE OF JOB ASSIGNMENT

3.1.19 BENEFIT PACKAGE IS ATTRACTIVE

 69

The organization can gauge employee satisfaction with benefit

programs. The following table is attempted to discuss about the benefit
packages.
TABLE 3.1.19 DISTRIBUTION OF RESPONDENTS BASED ON
BENEFIT PACKAGES

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 22 15
Agree 76 51
Neutral 24 16
Disagree 20 13
Strongly Disagree 8 5
TOTAL 150 100

Source: Primary Data

From the above table, it shows 15% of the respondents have
strongly agreed that there is an attractive benefit packages, 51% of the
respondents have agreed that there is an attractive benefit packages, 16%
of the respondents have neutral opinion that there is an attractive benefit
packages, 13% of the respondents have disagreed that there is an
attractive benefit packages, 5% of the respondents have strongly
disagreed that there is an attractive benefit packages.
Most of the respondents agreed that there is an attractive benefit
packages.

CHART 3.1.19 BENEFIT PACKAGES

3.1.20 EMPLOYEES SATISFIED WITH THE PERSONAL MATTERS

HANDLED IN COMPANY
69

If the companies give importance to solve the personal problems

of the employees then only the employees can concentrate on their work
which influences the work productivity. The following table is attempted to
discuss about the satisfaction of employees personal matters handled in
the company.

TABLE 3.1.20 DISTRIBUTION OF RESPONDENTS BASED ON

SATISFACTION OF PERSONAL MATTERS HANDLED IN COMPANY

OPINION NO.OF RESPONDENTS PERCENTAGE

Strongly Agree 23 15
Agree 64 43
Neutral 50 33
Disagree 5 3
Strongly Disagree 8 5
TOTAL 150 100

Source: Primary Data

From the above table, it shows that 15% of the respondents have
strongly agreed that they satisfied with the personal matters handled in
company, 43% of the respondents have agreed that they satisfied with the
personal matters handled in company, 33% of the respondents have
neutral opinion that they satisfied with the personal matters handled in
company, 3% of the respondents have disagreed that they satisfied with
the personal matters handled in company, 5% of the respondents have
strongly disagreed that they satisfied with the personal matters handled in
company.
Most of the respondents agreed that they satisfied with the
personal matters handled in company.
69

CHART 3.1.20 SATISFACTION OF PERSONAL MATTERS HANDLED

IN COMPANY
3.1.21 GENDER
The table shows gender of the employees as it is closely
associated with the organizational climate.
TABLE 3.1.21 DISTRIBUTION OF RESPONDENTS BASED ON
GENDER

NO.OF
GENDER PERCENTAGE
RESPONDENTS
Male 95 63
Female 55 37
TOTAL 150 100
Source: Primary Data

From the above table, it shows that 63% of the respondents are
male and 37% of the respondents are female.

CHART 3.1.21 GENDER

3.1.22 EDUCATIONAL QUALIFICATION

It is said to be another important factor that influence the opinion
of the workers on the various facilities extended .The following table is
attempted to discuss about the educational background of the workers.
TABLE 3.1.22 DISTRIBUTION OF RESPONDENTS BASED ON
EDUCATIONAL QUALIFICATION

QUALIFICATION NO.OF PERCENTAGE

69

RESPONDENTS
School 35 23
Diploma 20 13
Under Graduate 63 42
Post Graduate 32 21
TOTAL 150 100

Source: Primary Data

From the above table, it shows that 23% of the respondents are
qualified upto school level, 13% of the respondents are qualified upto
diploma level, 42% of the respondents are qualified upto under graduate
level, and 21% of the respondents are qualified up to post graduate.

CHART 3.1.22 EDUCATIONAL QUALIFICATION

3.1.23 AGE OF THE RESPONDENTS

Age is considered to be the important parameter through which
attitude of employees can be measured. The following table is attempted
to discuss about the age of the workers.

TABLE 3.1.23 DISTRIBUTION OF RESPONDENTS BASED ON AGE

AGE NO.OF RESPONDENTS PERCENTAGE

Below 30Yrs 31 21
31-40 Yrs 67 47
41-50 yrs 32 21
51 & Above Yrs 20 11
TOTAL 150 100
69

Source: Primary Data

From the above table, it shows 21% of the respondents belong to
the age below 30Yrs, 47% of the respondents belong to 31-40 Yrs, 21%
of the respondents belong to 41-50 Yrs and 11% of the respondents
belong to the age above 51 Yrs.

CHART 3.1.23 AGE

3.1.24 EXPERIENCE OF THE RESPONDENTS
The year of experience is another important work related
factor. More the years of experience, more would be the expectation on
the benefits and facilities. Based on this, it is used to analyze the years of
experience.
TABLE 3.1.24 DISTRIBUTION OF RESPONDENTS BASED ON
EXPERIENCE

NO.OF
EXPERIENCE PERCENTAGE
RESPONDENTS
Less than 1 Yr 21 14
1-3 Yrs 36 24
3-6 Yrs 47 32
6-10 Yrs 26 17
Above 10Yrs 20 13
TOTAL 150 100

Source: Primary Data

From the above table, it shows 14% of the respondents have less
than 1Year of experience, 24% of the respondents have 1-3years of
experience, 32% of the respondents have 3-6years of experience, 17% of
the respondents have 6-10 Yrs, and 13% 0f the respondents have above
10 Yrs experience.
69

CHART 3.1.24 EXPERIENCE

3.1.25 SALARY OF THE RESPONDENTS

Salary is the important factor for workers. This in turn influences
the workers productivity. The following table is attempted to discuss about
the salary of the workers.
TABLE 3.1.25 DISTRIBUTION OF RESPONDENTS BASED ON
SALARY

SALARY NO.OF RESPONDENTS PERCENTAGE

Rs 1,000 – 3,000 22 15
Rs 3,000 – 7,000 41 27
Rs 7,000 – 10,000 53 35
Rs10,000 ANDABOVE 34 23
TOTAL 150 100
Source: Primary Data
From the above table, it shows that 15% of the respondents get
1,000 -3,000Rs salary, 27% of the respondents get 3,000 -7,000Rs salary,
35 of the respondents get 7,000 -10,000Rs salary and 23% of the
respondents get above 10,000Rs of salary.

CHART 3.1.25 SALARY

 69

1. CHI-SQUARE TEST
It is a statistical measure used in the context of sampling analysis
for comparing a variance to a theoretical variance. It is often used to judge
the significance at population variance. It was introduced by Karl Pearson
in 1890.
The following formula was used in the testing of hypothesis
X2 = ∑ (O-E) 2
E
O=Observed frequency
E=Expected frequency
The expected frequency can be calculated as follows:
E = Row Total * Column Total
Grand Total
Level of significance: 5 percent
Calculated value of chi-square is compared with the table value of
the given degree of freedom at 5 percent level of significance. If calculated
chi-square value is less than the table value means the Null hypothesis is
accepted and if chi-square value is more than the table value means, the
hypothesis is rejected.
1. AGE AND STRESS LEVEL
the following table shows that whether there is relationship
between age and stress level .
69

aCCording to the age AND stress given in work place.

YES 60 42 102

NO 90 108 198

TOTAL 150 150 300

NULL HYPOTHESIS (H0):

There is no relationship between level of Age and Stress less work.
ALTERNATIVE HYPOTHESIS (H1):
There is a relationship between level of Age and Stress less work.
CHI – SQUARE TEST:
Calculated χ2 value = 4.812
Degree of freedom = 4
Table value @ 5% level of significance =9.49
From the analysis of chi – square test it is found that calculated
value is less than the table value at 5% level of significance. So, Null
hypothesis (H0) is accepted.
From the analysis it was found that there is no relationship between
age and stress level work, as the stress is based on the work not because
of age.

3.2.3SALARY STRUCTURE AND EXPERIENCE

69

The following table shows wheather there is relationship

between salary structure and experience.
3.2.28 RELATIONSHIP BETWEEN SALARY STRUCTURE AND
EXPERIENCE

80 94 174
YES

70 56 126
NO

150 150 300

TOTAL

NULL HYPOTHESIS (H0):

There is no relationship between level of salary structure and experience.
ALTERNATIVE HYPOTHESIS (H1):
There is a relationship between level of salary structure and experience.
CHI – SQUARE TEST:
Calculated χ2 value = 2.682
Degree of freedom = 4
Table value @ 5% level of significance =9.49
From the analysis of chi – square test it is found that calculated
value is less than the table value at 5% level of significance. So, Null
hypothesis (H0) is accepted.
69

From the analysis it was found that there is no relation between salary
and experience. They provide salary not only based on their experience if
their performance is good based on that their salary will increase.

CHAPTER-4
FINDINGS, RECOMMENDATIONS AND CONCLUSION
4.1 FINDINGS
It is information obtained from an investigation. It is facts and
figures collected by a researcher to satisfy the objective of the researcher.

● Majority 56% of the respondents have neutral opinion that their

organizational goals are communicated to all.
● Majority 52% of the respondents have agreed that their work
assignments are clearly understood by each people.
● Majority 49% of the respondents have agreed that their working
environment is safe.
● Majority 56% of the respondents have agreed that their work area
is clean and well organized.
69

● Majority 52% of the respondents have disagreed that they don’t

have proper balance between work and personal life.
● Majority 57% of the respondents agreed that they don’t have
stressful working environment.
● Majority 52% of the respondents agreed that all departments in
their company work together.
● Majority 51% of the respondents have strongly agreed that there is
friendly atmosphere throughout the company.
● Majority 43% of the respondents have agreed that all employees
are Co-operative and Understanding within the company.
● Majority 57% of the respondents have agreed that there is good
communication between Management and Employees.
● Majority 49% of the respondents have Neutral opinion that they
have high respect for current management team.
● Majority 51% of the respondents have agreed that the management
assigns appropriate amount of work to employees.
● Majority 58% of the respondents have agreed that they trust the
Management.
● Majority 59% of the respondents have neutral opinion that the
information is shared freely throughout the company.
● Majority 47% of the respondents have agreed that management
give rewards, Promotions and Increments based on job
performance.
● Majority 58% of the respondents have agreed that the company
give excellent coaching to the employees.
● Majority 51% of the respondents have agreed that they have
excellent career path in their company.
69

● Majority 57% of the respondents have agreed that they accept any
type of job assignments.
● Majority 51% of the respondents have agreed that there is an
attractive benefit packages.
● Majority 43% of the respondents have agreed that the employees
are satisfied with the way personal matters handled.
● 63% of the respondents are male.
● 42% of the respondents are qualified upto UG level.
● 47% of the respondents belong to age 31-40 Yrs.
● 32% of the respondents have 3-6 years of experience.
● 35% of the respondents fall under the income level Rs7,000-
10,000.

CHI-SQUARE TEST
● There is no relationship between level of Age and Stress less work.
● There is no relationship between level of salary structure and
experience.

4.2 RECOMMENDATIONS
Recommendation is an idea (or) proposal put forward for
consideration where an individual opinion, belief (or) instruction is
accepted (or) acted on as that persons own idea.
69

● The management should provide sufficient training to employees. A

few measures can be taken to develop and organize the training
program.
● Team performance must be highly encouraged and recognized.
● Employees have a high trust in management. It can be maintained
in such a way employee’s involvement and commitment will
increase
● They should develop relationship between management –
employee.

4.3 CONCLUSION
. Climate surveys are studies of employees' perceptions
and perspectives of an organization. The surveys address attitudes and
concerns that help the organization work with employees to instill positive
changes. In general, they are aimed at all aspects of the employees' jobs.
The study analyzes everything from an employee's workload to their
relationships with coworkers and superiors to their salary to company
policies and anything in between.
69

BIBLIOGRAPHY
BOOKS

● Stephen P. Robbins “Organizational Behaviour”, 11th edition.

Prentice-hall of India publication (p) ltd. - New Delhi.
● K.Aswathappa “Human Resource and Personnel Management”,
4th edition. McGraw – Hill publications.
● Nayak. A.K HRD Management- A strategic approach common
wealth publishers, New Delhi 1996.
● Brech.E.F.L, The principles and practice of management.
● C.R.Kothari “Research Methodology”, 2nd edition, new age
international publishers.
69

● Prof A..Singaravelu, S.Sivasubramanian, and R.Ramaa –

Probability and Random Processes, new revised edition.

WEBSITES
● www.amalgamationsgroup.com
● www.citehrm.com